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 论文编号：
org200807152142317706 |
| 论文属性：
essay |
| 论文语言：English |
| 论文国家：U.K. |
| 登出日期： 2008-07-15 |
| 字数： 3469 |
| 源程序：
无 |
| 价格：
免费论文 |
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| 论文大纲，目录 |
| 关键词搜索：Cultural Differences International Marketing essay |
others change their babies much more frequently and didnt think it was appropriate to leave their babies with thick and bulky diapers.
Professional marketers are probably the most experienced in how to adapt to cultural differences. However, with the increasing speed of globalisation, marketing policies are often laid down by head office and managers are required to apply them locally.
Reconciling universalism and particularism
There are a number of areas where the international marketer encounters versions of the universalparticular dilemma. Many believe, for instance, that international success depends on a company exploiting new global trends and factors. Just as English has become the universal business language, so no developing part of the world can remain unaffected by global markets, capital flows and world-class standards. Procter and Gamble translates many of its commercials into the local language. If the mouth isnt synchronised with the voice-over, who cares, we are buying America here.
Others, however, support the view that international success depends upon discovering special veins of excellence within different cultures. Just because people speak English does not mean they think alike. That no two cultures are the same is what brings richness and complexity to multi-nationalism.
We believe that one needs to be aware of cultural differences and on that basis respect the differences. The model we developed can be very helpful in this process. But 英语论文网 【http://www.51lunwen.org】we need also a methodology to manage the differences by reconciling them. This methodology is based on Charles Hampden-Turners definition of integrity, i.e. the reconciliation of seemingly opposing values.
A corporation that tries to reconcile universalism with particularism must make a conceptual leap. The answer lies in transnational specialisation, that is, allowing each nation to specialise in what it does best and be a source of authority and leadership within the global corporation for that particular vein of excellence. The reach is truly global but the sources of major influence are national. The corporation must recognise what each nation excels in and how these skills can be best brought together.
RECOGNISING THE DIFFERENCES
Universalist Particularist
1. Focus is more on rules than relationships 1. Focus is more on relationships than on rules
2. Legal contracts are readily drawn up 2. Legal contracts are readily modified
3. A trustworthy person is the one who honours their word or contract 3. A trustworthy person is the one who honours changing mutualities
4. There is only one truth or reality, that which has been agreed upon 4. There are several perspectives on reality relative to each
5. A deal is a deal 5. Relationships evolve
Some specific marketing examples
Managing cultural differences is not about replacing one orientation for another, but rather of developing a culture of dialectics. This means tha
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